Kelly and Leadership, Part II: Coaching the Coaches

(The Rock Report) - When Brian Kelly announced his assistants he said he was looking for “great teachers, great educators, great communicators," but he also highlighted what he didn't want, "in putting together what I look for in terms of a staff, I stay away from dysfunction. And those are guys that are not bought into a shared philosophy, number one; number two, think they know it all."

After closely observing the last coaching staff, it wasn't hard to spot dysfunction in action. Whether it was the mismatch between Latina's style with the offensive line and Weis's offense, assistant coaches with recruiting skill, but lacking in coaching skill, or having two defensive coordinators with two different philosophies, continuous team dysfunction seemed to be the norm under Weis.

In a passage from The Five Dysfunctions of Team, Patrick Lencioni writes that a founder of a billion dollar company once told him, "if you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time," but he added, “Like so many other aspects of life, teamwork comes down to mastering a set of behaviors that are at once theoretically uncomplicated, but extremely difficult to put into practice…”

What's intriguing from a leadership perspective about Kelly's background is that he has been able to create a structure that enables those behaviors. He follows a "coach the coaches" philosophy that creates a coaching roster that can clearly communicate a consistent vision, set a high bar and drive accountability.

He's done it by avoiding the five dysfunctions on his staff. The "five dysfunctions" Lencioni describes are:

1. Absence of trust2. Fear of conflict3. Lack of commitment4. Avoidance of accountability5. Inattention to results

Turning those around, an effective team has to have trust, collaboration, commitment, accountability and be driven toward results. As Kelly put it, "if you don't have the right people in place, really it doesn't matter who you recruit."

Kelly's "coach the coaches" model demands that he has complete confidence in his coaches so that he can enable the teamwork and behaviors that have made him successful. Before hiring each candidate Kelly asked, "is there a dysfunction within that wouldn't allow this person to be a part of the staff?"

Another way to think about dysfunction is the way Kelly phrased the challenge in an interview right after he was hired, "coaches will mess it up way before the players will, so you gotta keep those guys on the straight and make sure they're focused. I coach the coaches every day."

To understand Kelly's leadership structure, it helps to understand what he's ultimately after from his players. His goal is high level execution, where players execute without thinking or as Kelly calls it, "unconscious competence." Unconscious competence is the highest rung on the competence ladder, which looks like this:

At the highest level, you're performing without conscious thought. If you can get your team to this level, they'll perform under pressure much like Cincinnati did against Pittsburgh in their comeback win last year.

That's a lofty goal for a college coach, and when you think about the time constraints in college, you're not going to get there if you have coaches and players that you have to spend extra time baby sitting or ones you worry could cause team disruptions.

And since Kelly has to get 85 kids moving in the same direction at the same time, he accomplishes this through his coaches and by structuring his program to facilitate development. In order for his system to work, it's imperative for him to have a staff that can execute with minimal noise in the system.

He needs coaches that can carry out his vision every day. Notice how defensive line coach Mike Elston parrots Kelly's philosophy (via Lou) of trust commitment and caring, "I’m really concerned about building a relationship with them so that when I speak to them and I ask them to do something that is very difficult, they trust that I care about them,” said Elston.

Kelly's after high level teamwork. He focuses on removing the barriers to teamwork (dysfunctions) so that he can get every coach "rowing in the same direction." This approach aligns with the philosophy that he preaches to players, that you can't start winning until you stop losing, "what I look for is a shared philosophy. Not just hey, I'm the wide receiver coach and I only care about how many catches we get and how many yards we get and yards after catch. I want our coaches to have a shared vision of success across the board. This isn't about hanging pelts on your wall, or you won't be on this staff. This is about "we" collectively."

From a structural perspective, Kelly's first leadership layer is made up of two coordinators and strength and conditioning coach Paul Longo. It's unique, but elevating Longo's status in the hierarchy gives power to the coach who interacts with the players the most and the one that can give him information that cuts across offensive and defensive silos. Some players under Weis didn't even know their counterparts on the other side of the ball. What this does in practice is create vertical and horizontal leadership streams. Each coordinator leads from above (top down or vertical,) but Longo's involvement cuts across both offense and defense (sideways or horizontal) creating an environment where behaviors and goals are constantly reinforced from above and below.

Here's how Kelly thinks about strength and conditioning, "Paul joins our offensive and defensive coordinators as leaders of this program. He cuts across the traditional strength and conditioning coach mold because he builds relationships with all players and coaches and serves as a leader, not just in the weight room, but throughout the program. Paul is a critical addition to our program because, arguably, no coach will have more contact with our players throughout the whole year than our strength and conditioning coach."

Longo knows he has a unique role, "I take a special leadership role in our football players' development. Under Coach Kelly's direction, they see me right next to the offensive and defensive coordinators on our program's totem pole. What does this really mean? On a daily basis, it means I'm not just a guy in the weight room who tells them how to lift. I follow the football team closely and build personal relationships with the players, so I fully understand the team dynamics and the buttons to push to get individual players motivated. I know who the team leaders are, and the players know that I communicate regularly with the coaching staff about their performance during our strength and conditioning sessions."

So Kelly has three leaders, Longo and his two coordinators and he coaches through them. Kelly said he wants coordinators with head coaching attributes, "I expect a lot from my coordinators. Because they will direct the position coaches and our players, the coordinators need to be effective leaders, clear communicators and self-starters."

Kelly has created a system that pushes performance by giving his assistants latitude, but one that holds them accountable. When a player screws up, Kelly may lay into the player, but ultimately he's going to hold that player's position coach and coordinator responsible. Here's how Elston described Kelly's style, "he gives you opportunities to grow in different areas. He gives you responsibilities and he holds you accountable for them."

Defensive backs coach Chuck Martin has a similar take, "the biggest thing is he sets the bar as high as I want the bar to be set so I welcome the expectations he is going to set for the coaches and players. That excites me. You know where the bar will be set and you know his expectations. He's not a micro-manager, he lets you do your job. You understand you better produce, and to me that's always the type of guy I'd want to work for."

When Kelly's assistants say consistently that Kelly has a plan, they're not talking in abstract terms. Kelly has clearly defined his Seven Steps of Leadership as he outlined for the Ohio High School Football Coaches Association. Notice how they align against the five dysfunctions:

1. Character* You better walk the walk when you are a coach* Coaches need high character because players need someone to follow when things get tough* A person of high character models the right decisions and eliminates uncertainty* Demand good character from the youngest to the eldest in your program

2. Create Collaborative Cohesion* Everyone on staff has input and give your players the opportunity to express input on the program* Coaches must have a plan to create a buy-in of the vision by players and coaches* During teaching moments (practice, film meetings, position group meetings, staff meetings, etc.), seek to stimulate, create, and excite those individuals* When every player and coach understands and more importantly takes pride in their role in the program, success will follow* No talk in front of players about who's starting next season* Head Coaches must remember that everyone is seeking self validation for their work

3. Morale* Ask yourself, what are you selling (body language, verbal and non verbal communication)?* Unexpected and appreciated changes can boost morale (short practice, t-shirts, food, cards, phone calls/text messages saying good job today).* Understand and promote that fact that you must be able to delegate to others to get things done

4. Know what you are good at* All leaders have similar goals, but reach them based on their own personal strengths* Know what your staff’s strengths are and then delegate to them (i.e. Assistant Coach Smith is very technology smart and you trust him to handle video responsibilities for the team)

5. Have a change-ready mentality* Good football teams have the ability to adapt to sudden change* Good head coaches are willing to change the way things are done (no more “but that’s how we always did it”)

6. The Head Coach* Leaders are no longer commanders, but maestros and visionaries* Head coaches are the people who puts all the pieces together to create a team* Coach up your staffs (in private) to improve the overall coaching ability of your staff

7. Creative Thinker* A head coach must be willing to challenge the status quo* Whether you are a head coach or coordinator, you should not be afraid of being innovative* Creativity separates great coaches from good coaches

Kelly's approach creates a structure and culture that allows him to lead from the top while ensuring his directives are being carried out with minimal loss in translation as they are communicated down to the players. Watching Weis try to make a cohesive unit out of 85 players and nine assistants was an exercise in frustration. Kelly's goal is to enable unconscious competence at the player level, by running simplified offensive and defensive systems geared toward execution and carefully structuring and staffing his leadership team to ensure that the entire team is focused on winning.

The open question is whether this strategy will be more effective than hiring a "name" staff. How for example, will Charlie Molnar will fair against a Monte Kiffin (whom Kelly wouldn't have hired given this model) will be determined on the field.

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"As a son, a father and now a grandfather I found ten secrets a truly inspiring book. I read it cover to cover within an hour. My only regret is that the book was much too short.":

"This book is one of the best that I have read. It is simple, meaningful and life changing. It was recommended to me by a priest as one of the best books that he has read. Not a religious book- but many positive, powerful thoughts."

Sunday, January 24, 2010

Kelly and Leadership Part I: Developing Players from the Inside Out

(The Rock Report) - One of the key building blocks behind Brian Kelly's success (despite not having a recruiting class finish in the top 50 in the country at Cincinnati ) is his emphasis and structured approach to developing players physically and mentally. It's a philosophy that goes back to his days at Grand Valley State where he not only coached offense and defense at different stages, but oversaw the Strength and Conditioning program.

When you're starting out with less raw material than other teams, you have to be better than your competition at developing the players you do have and Cincinnati had less talent than all but two teams on their schedule this past year.

Think about all of the talent on USC's defense, but the Bearcats played better defense against Oregon State than USC did. You can only do that through effective player development, but Kelly's focus, taking a page from Holtz, is on developing the mind as well as the body. When I was evaluating Kelly as a candidate, the thing that stood out (besides his success on the field) was his ability to develop and motivate players to push beyond their limits.

Said Kelly, "You can move them to a level that they can't get to by themselves. That's player development. That's at the core of what I mean, to get people to do things that they normally wouldn't do on their own. "

And that’s exactly where ND has failed recently. Only Michigan, among traditional powers, has done less with the talent they’ve had. If you look at where Notre Dame’s talent level was (and this is based on stars so it’s just a relative assessment), Notre Dame had more recruited talent than Michigan this year and even more than Florida did when they won the national championship (Florida is that orange line on the left, ND is the blue line.)

What was missing was player development. Kelly spoke at the Ohio High School Football Coaches Association clinic last February and outlined his holistic approach to development, of mind, body and skill. Kelly’s philosophy is to develop players along five parameters:

Does anyone think Weis even had a philosophy for developing players? Kelly has put together a systematic approach that Kelly describes as going far beyond what fans normally think of as development. "It's not just about being bigger, faster, stronger, it's getting your players to trust. It's getting your players to be accountable on a day to day basis. It's developing them as young men, and you have to do that through relationships...”

Kelly’s philosophy centers around the coaches getting to know his players intimately and transforming them across all five development areas. When people say he sounds like Lou, it’s because Kelly’s literally taken a page out of Lou’s book. In “Winning Every Day”, Lou states that he every player needs to know the answers to three questions about his coaches and his peers: 1. Can I trust you? 2. Are you committed to excellence? 3. Do you care about me?

That’s Lou, here’s Kelly describing his success (see a parallel?), "We did it by working on winning every single day. If I wait till Saturday to work on winning we'd win as many as we lose. The very first day we worked on winning... and what do you now know about winning you can't start winning until you stop losing (getting rid of bad habits) and you can build that every single day… our kids cared about each other, they trusted each other, they were committed."

Trust, commitment to excellence and caring. The reason people see a lot of Holtz in Kelly, is because they share not only the same philosophy, but the same words to describe it.

Here’s Kelly describing his philosophy in a little more depth, "I want those that understand how important it is to be committed, how important it is to trust how important it is to respect others... and if those sound like traditional values they are... and they can be espoused on a day to day basis... and working on winning every day allows you to do that and it creates the atmosphere that you're not just punching the clock. When you start caring about each... and I'm not saying you have to sing Kumbaya at 5 o'clock before you go home or have campfires together. But ya got to care about each other, that you're all in it for the same reason. that you all want to work on winning every single day... and guess what happens, one of the greatest things starts to rise to the top... it's called pride in what you do."

Here are the two coaches talking about their philosophies:

They also share two other attributes in their styles, attention to detail and a focus on accountability. When Holtz first walked into the Notre Dame locker room, he kicked a player's feet off a chair and sent the entire team a clear message that things would be different. Kelly walked into the locker room and immediately noticed what a mess the lockers were in. He thought that sent a terrible signal to the team about attention to detail and respect and gave every player a diagram showing them how their lockers should look. That’s signal value. Now, every day when a player arrives for practice his locker will remind him about attention to detail.

In his press conference, Kelly talked about what attention to detail and being purposeful means on a practical level:

"Eating at Burger King at 3:00 in the morning is not going to make you the best for your 8:00 workouts. Not being on time, not paying attention to detail, not being purposeful in what you do on a day to day basis. Attention to detail is absolutely crucial in this process of winning, and so when I talk about working on winning, I mean you do that from the first day you step on this campus if you want to win. You don't win on Saturdays with Xs and Os. You win on Saturdays because you've been working on it all week, and so it's that attention to detail. It's morale, it's camaraderie, it's one voice. "

The final thing they both focus on is accountability. As Lou says, "you can't have ten people be outstanding and have one person foul up." Kelly says, "you can't do it unless everyone in the organization understands they're an important piece of the puzzle."

What impresses me about both coaches is their ability to motivate their players to play above their own expectations. Former Grand Valley State player Spencer Calhoun described it this way,"He really challenges you to perform... he encourages you enough, but at the same time, he's challenging you to step your game up to the level that he sees the potential at, and the coaching staff saw the potential in you to play. I think I was (a better player), and I think more importantly, I was a much better person... I think he really helped complete me as a man, with being a tough-minded individual. That's one thing he always talked about, was mental toughness and being able to see things and not get down after one little mistake or one bad play.”

Kelly believes in mental development, but he’s also put a premium on physical development and has given Strength and Conditioning coach Paul Longo coordinator level influence. Longo is intimately involved in player development, which he calls half art and half science, but you can’t practice the art if you don’t constantly evaluate players, and not just watching them in the gym, but watching them them practice and play. From many accounts Notre Dame's players were allowed to cakewalk through workouts under Weis. That won't be the case with Longo. It’s a philosophy Kelly developed years ago, “At Grand Valley State I understood the absolute necessity to be involved as the head coach with strength training and conditioning. So I did it. It was part of my hat that I wore.”

I read Lou Somogyi's recent column, Conditioned to Hear the Same Rhetoric, on how we hear the same thing every coaching change, but I think Lou's missing the fact that Kelly has a fundamentally different approach to Strength and Conditioning that has been tested over years. This isn't "words" (rhetoric,) but deeds. (I do think Lou is the best writer covering ND football and has been for a long time.)

Here’s how Kelly thinks of Strength and Conditioning from a development perspective, “ The third leadership position I want to talk about is our strength and conditioning coach, Paul Longo. And is absolutely crucial to the development of our student athletes here. I think we all have heard the need for student development and player development. Paul has already hit the ground running. We began our workouts yesterday and we are in the process now of implementing our off-season conditioning program, which is absolutely crucial to our success. Though it's not just about offense and defense and special teams, it's about developing your players. And those are three key leadership positions within the program. Paul Longo has been an integral part of the success we've experienced over the last six seasons... He has done an incredible job of not only developing our players and getting them ready to play championship football in our program, but also helping prepare them for the NFL. Paul joins our offensive and defensive coordinators as leaders of this program. He cuts across the traditional strength and conditioning coach mold because he builds relationships with all players and coaches and serves as a leader, not just in the weight room, but throughout the program. Paul is a critical addition to our program because, arguably, no coach will have more contact with our players throughout the whole year than our strength and conditioning coach. Based on his track record and what I have personally witnessed, I can't wait to see how he'll make our team better moving forward."

Here’s how Longo describes their unique player development model:

”I believe the biggest key has been Coach Kelly's philosophy for how I fit into the program. I call it the third coordinator model. Too often, the strength coach is seen as a member of the support staff -- an athletic department employee like the sports information director or equipment manager. But in reality, every strength coach knows we actually play a much larger role than that. Football player development, especially at the NCAA Division I level, is a year-round process, and the football coaching staff has only limited access to the players in the off-season. Strength coaches spend far more hours with the football team than anyone else throughout the year. I take a special leadership role in our football players' development. Under Coach Kelly's direction, they see me right next to the offensive and defensive coordinators on our program's totem pole. What does this really mean? On a daily basis, it means I'm not just a guy in the weight room who tells them how to lift. I follow the football team closely and build personal relationships with the players, so I fully understand the team dynamics and the buttons to push to get individual players motivated. I know who the team leaders are, and the players know that I communicate regularly with the coaching staff about their performance during our strength and conditioning sessions. For instance, if a second stringer works his tail off in the weight room because he wants to challenge for a starting spot, he knows he's not toiling in obscurity. And if a player is slacking off, he knows I have the authority to hold him accountable. I see who our hardest workers are, and my input to Coach Kelly and his assistants is reflected in playing time decisions. Everything we do in our football strength program is colored by that approach. Because the players see me as a leader and not just a lifting coach, they buy into every activity I put them through and understand that my primary goal is the same as theirs: to win football games. Coach Kelly's third coordinator model gives me the credibility I need, and our success on the field speaks for itself.”

One of Longo’s success stories is Joe Staley, a first round pick. “NFL scouts said he gave the best workout of any offensive tackle they had ever seen. He went from 235 his first year to 265 his second year to 285 as a junior to 305 last year. It didn’t happen over night, but he developed in the program. Ross Verba was just like that at Iowa. He was a 235 pound average, slow tight end that liked to catch balls, but he ended up having a good career in the pros after we moved him to tackle. He’s the only rookie left tackle to start in the Super Bowl.”

In the end, Longo says it’s about developing every player on the team.

“We want to raise the average not just the guys that end up being drafted into the NFL. You have to develop the rank and file, and the way they get better is through my department. I think Coach Kelly and this staff have a great feel for where a kid can develop.”

All of this focus on development of the mind and the body is about winning, but winning in a Kelly program depends on a program commitment to developing every player on the team. Ultimately, all of that work came down a simple equation to Kelly, "we played harder and longer than every team we played."

The open question for Notre Dame fans is whether Kelly will recruit enough raw material to beat the best teams in the country. Development is key, but if Florida is successfully developing five-stars and Kelly is successfully developing three-stars, who would you put your money on?

In Meyer's mind it ultimately it comes down to the Jimmy and the Joes, "If you know me, you know I think any offense can work if you have the right personnel back. Offenses are overrated. People are not... Again, it's based on people. I keep going back to that, but if you have really good players, it's really easy. If you don't, it's really hard. Is the West Coast offense easy to teach? If Joe Montana is throwing to Jerry Rice, yeah, Daffy Duck can teach it. I don't want to de-value teaching. It's absolutely critical, but I'm still going to go back to personnel."

In part II, I’m going to focus on Kelly’s unique approach to building a coaching staff to support this development. As Kelly said, he’s looking for, “ great teachers, great educators, great communicators. So I think I put a premium on that first and foremost."

""I read this book when it first came out and it had a very powerful impact on me. Recently my daughter was going through a rough time and I thought this book would be just the ticket to help her and guess what? She called and thanked me after she read it and passed it to her sister who also got a lot out of it and she just gave it to her husband to read. It can have a pretty powerful impact on the young and the not so young."

""As a son, a father and now a grandfather I found ten secrets a truly inspiring book. I read it cover to cover within an hour. My only regret is that the book was much too short.":

""This book is one of the best that I have read. It is simple, meaningful and life changing. It was recommended to me by a priest as one of the best books that he has read. Not a religious book- but many positive, powerful thoughts."

Friday, December 18, 2009

My mother is one of those social souls for whom exiting a party is three times the effort of entering. She'll say she's leaving, then run into someone on the way to the door. 10 minutes later, the process repeats. Eventually she finds her way out, but it usually involves half a tank of gas used up by my father, who had found his way to the car right after mom's initial pronouncement.

Having observed this phenomenon for over 40 years, I'm quick to recognize it when I see it elsewhere ... like in Notre Dame's repeated dalliances with the Big Ten conference (or, as I prefer to call them, the Integer). Having dodged this bullet in 1998, we now find ourselves looking down the barrel of the same gun, with the conference recently announcing a renewed effort to find a 12th member and participate in a championship game.

Like Michael Corleone, just when we think we're out, they pull us back in.

While we're sometimes accused of tilting at windmills on this topic, Irish athletic director Jack Swarbrick isn't helping matters. While professing loyalty to the independent state of Notre Dame's football program, his statements to the press are peppered with phrases like "we'd sure like to try to maintain [independence]", which is now thought of as a "strong preference" that must be balanced with "implications" in the "industry" of college football while "scenarios play out".

Sounds a lot like those non-denial denials that were so in vogue during our two-week football coaching search. And like Oklahoma fans three weeks ago, we're a little uneasy.

With the Chicago Tribune endlessly beating the drum of Integer assimilation, columnist-by-default David Haugh can't resist chiming in either. A decade of reading his work has taught me that, while he may be erudite on a number of subjects, to call him semi-educated on the topic of Notre Dame and what makes it tick would be overrating him by several orders of magnitude. So for David (since I know he just tingles to read my stuff) and anyone else who may be unclear on the concept, let's review the issues.

Many reasons exist for ND to remain a football independent, regardless of how the "industry" goes. But those reasons get thrown into sharp relief when applied to a conference like the Integer, and can be summed up in three words: Geography, Diversity, and Differentiation.

Geography. Notre Dame sits square in the middle of the Integer's geographic footprint, so at first glance, it might seem to be a good fit. But the value of Notre Dame's brand (because, let's face it, this is a money discussion more than anything) was built based on national appeal. There's a reason update and op-ed columns regarding Notre Dame's pursuit of Brian Kelly were written for or published in Tampa and New York City and Chicago and Boston and Los Angeles and Washington D.C. and Seattle and any number of other cities. You don't waste column inches on stories in which no one is interested.

But how long will that interest be maintained if the Fighting Irish end up playing 9 of their 12 games every year in a Midwest geographic footprint against other teams from that same footprint? Sure, a Notre Dame/Michigan game will pull in national interest for a while. But a steady diet of ND/Minnesota? ND/Iowa? ND/Northwestern? Why should people in Florida and California and New York and Washington care about those games? How soon before their disinterest shows and Notre Dame becomes yet another marginalized regional school, pushed further behind the eight-ball due to its small graduating classes relative to those geographic "peers"?

Diversity. The Integer comprises ten large state universities and one private [edit] secular university. Outside of a desire for scholarship at the 20,000-foot level, Notre Dame has little, if anything, in common with any of them. Notre Dame graduates about two to three thousand people per year, while the Integer factory in total cranks out numbers in six figures. Notre Dame's graduation rate for undergrads typically operates north of 95 percent, and its rates for student athletes leads the nation. The rates for most of the Integer schools, by comparison, are downright embarrassing.

When you join a conference, the needs of the many supplant the needs of the few. Decisions get made by the majority, and with the masses of humanity on land-grant campuses who (based on the numbers) really don't give a rip about the academic side of things when it comes to their athletes, Notre Dame will be subjected to a steady diet of being on the wrong end of 10-2 and 11-1 decisions. Michigan and Ohio State have owned the Integer lock, stock and barrel for long and long. That ain't gonna change any time soon. The idea of voluntarily subjecting ourselves to their whims for 30 pieces of silver makes my brain hurt.

Differentiation. When a recruit comes to Notre Dame's campus, aside from being presented with the scholastic and spiritual ways in which Notre Dame is different from their competitors, they also see the opportunity to play a national schedule. Why limit yourself to games against your neighbors, the coaches can say, when you can play Southern Cal and Navy and Tennessee and Florida State and Pittsburgh and Oklahoma and Boston College and Arizona State, all of whom have appeared recently or will appear on future Notre Dame schedules? Why play just about all your games in flatland stadiums a bus ride away when you can play in Los Angeles, New York City, Washington D.C., Dallas, and Ireland? Granted, the 7-4-1 abomination is hurting Notre Dame in this area in the short term, but that's a self-inflicted wound that could be healed up should the program desire.

Think about how that discussion changes if Notre Dame joins the Integer. How would we differentiate ourselves from the Michigans and Ohio States of the world? We'd all be located in the same area of the country. We'd all play the same schedules. Why should they come to Notre Dame and have to apply themselves when they can just skate by as a Buckeye or Wolverine? Integer membership makes it all the more difficult to set ourselves apart from a rather low caliber of company, and this holds true not only for football but perhaps even more so for Notre Dame's other sports.

Those who favor conference membership have their mantras, of course. Haugh points out that "an independent Notre Dame team with two losses by midseason -- the rule more than the exception lately -- struggles to find motivation. A Big Ten team with two losses by midseason after expansion would have a shot to win its division and play in the lucrative conference title game."

What he fails to note is a two-loss Notre Dame team doesn't deserve to play in a "lucrative conference title game" or any other high-profile contest. They should earn their way into those games like they always have in the past. The solution is to improve the product on the field so standards are met, not dumb down expectations to the point that a "conference title game appearance" is viewed as something to applaud.

National Championships are remembered forever by the people who saw them. Conference titles are recorded on banners that everyone sees but no one looks at. The BCS gives mediocrities access to the championship structure by virtue of their membership in a particular group of teams. And yet those mediocrities scream about how Notre Dame gets "special treatment", even though you'll never see a 9-3 ND team even sniffing a BCS bid like Purdue and Stanford have in the past. Even Alanis Morisette would find that ironic.

Notre Dame is a national brand because of the efforts of those who came before -- Rockne, Leahy, Hesburgh, Joyce, Parseghian, Holtz. Joining the Integer will effectively undo those efforts more effectively than just about any choice I can fathom. Becoming a small regional school with a small regional following may be attractive to those who want the money but don't want to make the effort, but to those alumni and fans who believe those heights can be reached, it smacks of being lazy and cheap, neither of which are words I want associated with my school.

Let's also not forget these people hate us. There's no love lost between Notre Dame and any Integer school at any level, from the alumni and fans on up. The Integer and its members benefit from Notre Dame's involvement much more than the other way around, and all they're interested in is our money and the reflected attention they can get from us. If Joanna Barnes could make herself look like a crappy football stadium, it'd be a natural.

So Jack, the next time a reporter or alumnus or anyone else asks you what Notre Dame's interest in Integer membership is, there's no reason to be complicated or to hedge. Keep it simple.

"None".

The car is running, and gas is expensive these days.

For those of you who might feel the need to print this out and mail it to our friend Jack, his address is:

I was out having some drinks and ran into a player on the 1988 team who recounted the back story that led to the Irish’s inspirational thumping of Rodney Peete and the Trojans that year (pardon any lack of clarity here, we were a few pints deep.) A game that, to this day, remains one of my favorite Irish victories because the Irish simply beat the crap out of the Trojans.

To set the scene, USC was number two in the country, but still a favorite over the number one ranked Irish. Before the game Holtz asked the team to assemble, waited until the entire team had joined and then walked in. He announced that Ricky Watters and Tony Brooks had been continually late to meetings and that he could suspend them, but that it was up to the players to decide what to do with them (to suspend them or let them play.) Holtz walked out and put the decision in their hands.

A debate ensued and one of the players stood up and said that this was the game that would define their lifetimes, that they couldn’t let the opportunity slip away and that they should let Watters and Brooks play. But as the debate continued and while players agreed that it was too important an opportunity to lose… they also started thinking that if they believed enough, they didn’t need Watters and Brooks, that they could win without them.

They voted to leave them behind (Holtz later admitted he had made the decision already.)*

The result was a physical ass kicking of the Trojans that was the last real hurdle to the 1988 championship. Holtz found a way to turn a negative into a positive just as he had done when he led Arkansas to their memorable Orange Bowl demolition of the Sooners.

“Motivation is simple. You eliminate those who are not motivated” ~ Lou Holtz

Every good coach has specific strengths, but the one thing all great coaches have is the ability to lead other coaches and players… and make them believe. Schematics are important. Recruiting is vitally important. Player management at the college level is critical. Coaching management at the highest level is equally critical.

What makes great coaches successful is not the just the ability to sell an idea but to lead their organizations through the tough times to get there. It's easy to forget that the criticism of Holtz was ear-splitting at times during his career, yet Holtz led through adversity and won.

“As a leader your attitude has a powerful impact on others. You have an obligation to develop a positive attitude, one that inspires the people around you to achieve the impossible” – Lou Holtz

What struck me about Brian Kelly at Cincinnati is that he had a horrible QB situation, actually worse than Notre Dame had in 2007, and he was able to work through it, make the players believe and turn in a very impressive BCS season for Cincinnati.

Was the quarterback situation a real and dire problem? They played five different quarterbacks during the season, of course it was real.

Just like talent was a real problem and coaching changes are problems. But Kelly was able to not just sell the idea that success was probable/inevitable, but lead them through the tough times.Kelly said,

"We lied and lied and lied… we tried to tell them everything was OK, and we'll be fine, but obviously, we were quite nervous because we didn't know how it was going to play out. A lot if it was just making certain the coaches showed a good front.”

Bearcat QB Tony Pike wasn’t even on the depth chart to start the season, but he said that Kelly made him believe he could and would win.His replacement at GrandValleyState described him this way:

"He's a salesman, is what he is," says GrandValleyState coach Chuck Martin, who was Kelly's defensive coordinator at the school. "Whether it's GrandValleyState or Central Michigan or Cincinnati, he has kids believing they can move mountains. His No. 1 strength is offense. His No. 2 strength is how good he is politically at getting people to believe in his program. He sells it door to door, which not a lot of coaches will do. "I remember at Central Michigan, somebody asked him how long the rebuilding cycle would be. He said, 'About 10 seconds.'"

What many are forgetting about Cincinnati is that this was supposed to be down year for the Bearcats. They lost 10 defensive starters. For comparison, Pete Carroll lost nine defensive starters and USC stumbled to their worst season since Carroll's first.

Here's the story line on the two defenses:

USC 1220.4342.8 vs. Cincinnati1220.8350.3

Not only did Cincinnati lose 10 defensive starters, Tony Pike, the Bearcats starting quarterback went down again this year. When Oklahoma lost Bradford, the Sooners went into their worst tailspin since Stoops' first year. Kelly plugged Zach Collaros in and he recorded a passing efficiency rating of 195 (for comparison Clausen finished with passing efficiency rating of 161.)

Only an idiot would argue that Kelly has is a better coach than Carroll or Stoops at this point, but facing some of the same challenges, Kelly improved his team's relative position from a predicted 3rd in the Big East and out of the Top 25 to first in the Big East and number 3 in the country. This comes against a much easier schedule. Still, the Bearcats own three victories over top 20 teams and their defense performed much better against OregonState than did USC's.

“Yes, I know that you feel you are not strong enough. That's what the enemy thinks too. But we're gonna fool them.” – Knute Rockne

Urban Meyer is an asshole. Some of his players hated him even at Notre Dame, but he gets them to play at a high level. Charlie can be an asshole too, but his secret sauce didn’t worked with either his assistants or the players. In 2006, his second year, we had players dogging it on the field in what was supposed to be a possible National Championship run.

One of our posters talked to a former CMU player about Kelly, who seems more Meyer than Weis:

"Kelly was demanding beyond belief, obsessive about winning, and extremely hard on both players and assistants.He grew up a die-hard Michigan fan and remains one. He hates Notre Dame. He told me this news was his "worst nightmare." He is convinced Kelly will win a national title at Notre Dame. He said Kelly is a "winning is everything" type of coach, and he'd do what it takes -- from adjusting schemes to treating players like shit -- to win.] He thinks Kelly will recruit very well at ND. He said Kelly is a politician, not afraid of anyone, and tireless."

That, to me, sums up many of the major building blocks of success of college coaches.Looking at Kelly's own playing career, you have to like that he was an undersized, less talented player who became a two-time captain.That’s work ethic and a little Holtz, IMO.

“Your talent determines what you can do. Your motivation determines how much you’re willing to do. Your attitude determines how well you do it.” ~ Lou Holtz

To be successful, you have be able to make everyone around you believe and that’s not a trait normally found in nature. A top level college coach needs that leadership intangible. Some guys are brought up that way in their families, others have an intuitive sense and pick it up, some have mentors and still others work at it and eventually get it or are thrust into circumstances that somehow draw it out of them. Charlie had a mentor in Bill Belichick, but I’m not sure Belichick would win in college and Charlie doesn’t have that innate ability. Kelly, by all accounts to date, does.

Here’s a clip of Kelly on motivation (ignore the sleeping guy.)

He’s also a perfectionist. Here's how one poster who's followed Kelly described him:

”He puts his players in a position to succeed every single play, every single game, every single season, on both sides of the ball.Now his methods of doing so are very tough on his players, as he uses fear to motivate. If you have a single mis-step in practice, he'll basically tell you that you're the worst player who ever played the game, in no uncertain terms. And if you do it again, you'll hear it again. He's a tyrant, but what he does is make practice a mental grind, but it serves to make everyone a believer in him, and the games on Saturday are a piece of cake compared to practice."

Here's another player:

“I think he would win a National Title. I played for him at GVSU and he was a tough, demanding, no excuses kind of guy that gets the most out of his players and coaches or they are out.’

"He was a great coach and I really liked him, but he scares the piss out of you, that's for sure," Staley said, adding, "You played just so you didn't get yelled at. It was a good thing, because everyone would step up to the level that he expected because of his expectations… I was walking back to the locker room and he passed me and he grabs me by the shirt and kind of pulls me up to him so we were eye to eye, and he said, 'Staley, I want you to remember one thing.' He goes, 'You have four touchdowns. You could have 10 if I wanted you to.' And then he walked away. "I was like, 'What the heck?' He wanted to make sure that every player knew he was in control. That's really what it comes down to. And everybody knew that and everybody had respect for him and he was a phenomenal coach."

Now, like at a funeral, everyone says nice things about you at this point, but the difference between Kelly and Weis is obvious when you listen to Demetrius Jones, a bit of a problem player at ND. Kelly told Jones he had a simple choice, you can move to linebacker or play another sport.Jones bought into it:

“You can definitely tell that he’s a politician...It’s a no-brainer. He’s like a motivational speaker.”

Here’s another story from USA Today as recounted by his offensive coordinator, Jeff Quinn:

In Cincinnati’s final practice before Christmas break, Kelly stopped a scrimmage on a fourth-and-3 play. He screamed for Terrill Byrd, the 290-pound nose guard, to switch to the offensive side of the ball.

“I want you to run the inside zone,” Kelly screamed at Byrd, essentially giving a play designed for a shifty tailback to a lumbering lineman.

“Guess what?” said Jeff Quinn, the team’s offensive coordinator. “He got the first down. The team was just going bonkers. It was awesome. Those are the things you want to do with a team. The kids loved it.”

Kelly ended practice on that emotional high, and Quinn said the moment epitomized his magnetism.

“He’s a special person,” Quinn said. “That’s why there’s only so many that walk this beautiful earth that have the ability to do the things that we’ve been able to do over the last few years, like winning a couple of national championships.

“People always ask me, ‘How did you do it?’ Well, you do it every day. You work on winning every day. But that’s the thing Brian does best, get those kids ready.”

Brandon Underwood, a Packers defensive back who played for Kelly at Cincinnati said he had a close relationship with Tressel, whom he characterized as a players’ coach. But he said he marveled at Kelly’s ability to connect.

"He's a great politician. He could sell you water when it's raining. It could be a monsoon out there, but he could make you believe this water that he's selling, you have to have it."

After his USA Today article, Underwood had a polite request.

“Could you mention that I’d like to thank Coach Kelly for giving me the opportunity to be part of the team?” Underwood said. “I’m very grateful. I’ve been blessed to be put in this situation. I just want to say thank you. He made a believer out of me.”

Former Concord running back Spencer Calhoun, who arrived at GrandValley in 1991 -- the same year Kelly did -- agreed.

"You want him to be up front and honest with you, no matter what the circumstances are," Calhoun said. "You'll appreciate that when it's all said and done, regardless of whatever happens, because you know you can count on someone always telling you the truth whether you like to hear it or not."

"He really challenges you to perform," Calhoun added. "He encourages you enough, but at the same time, he's challenging you to step your game up to the level that he sees the potential at, and the coaching staff saw the potential in you to play."

"I think I was (a better player), and I think more importantly, I was a much better person," Calhoun said.

"I think he really helped complete me as a man, with being a tough-minded individual. That's one thing he always talked about, was mental toughness and being able to see things and not get down after one little mistake or one bad play, anything like that.

"You could always tell, deep down in his veins, that he was going to turn out to be a good coach -- or a great coach, which is what he's turning out to be."

"He did that with some magic dust and with some smoke and mirrors, and some good coaching as well."

Jeff Genyk, former head coach at Eastern Michigan:

"Here's Brian's secret: He gets his players able to execute at a high level in Tuesday and Wednesday practice, and in their mind, it's just like the fourth quarter of the game. He gets his teams to be unconsciously competent. What that means, to me, is to be able to execute at a high level when pressure and adversity comes."

GrandValleyState athletic director Tim Selgo:

"You're going to get a highly intelligent head coach who is great at dealing with people. When you have that, along with someone who has proven he can win football games and get his players to compete at a high level, it's a pretty good mix. A friend of mine commented a couple of weeks ago while the regular season was going on that Brian's players play like they're on fire. They're going at a fast, high level. That's something you can expect out of his teams… Brian has a great personality. I think that would serve him very well. The last three head coaches they've had since Lou Holtz have not exactly been charismatic personalities. In my humble opinion, I think they need that now for recruiting purposes."

“Ultimately, this is basic stuff -- the Bearcats have added plenty of rollouts and play-action looks for the shorter, nimbler Collaros -- and the focus on Kelly (as with just about all other coaches) shouldn't be on whether he's a genius who has a chalkboard answer for everything you draw up, but instead on whether he gets the most from their players. Just about every guy who has lined up for Kelly in recent years has had success, and his teams have won consistently... and while he's a bright guy when it comes to Xs and Os, it has more to do with his ability to coach players and prepare teams in the details.”

Kelly, at least, has the building blocks for success:

He focuses on motivating the kids.

He focuses on execution.

He focuses on out-working the opponent.

He focuses on getting kids to play above their perceptions.

He focuses on getting everyone to buy in.

He focuses on putting kids in the right positions.

He focuses on playing harder/longer (the viagra theory)

He wins.

When we were evaluating coaches... seemed those are the things that all great coaches focus on. I realize Kelly has significant risk.

The key questions about Kelly are:

Will he emphasize controlling the line of scrimmage?

Will his pass first offense fly against a higher level of competition?

Can he handle the pressure cooker of Notre Dame without turning defensive?

Will his assistants be up to the task?

Can he recruit?

Will he be able to motivate prima donnas?

Can he have as much success when he’s the target every week?

It is the greatest and hardest job in sports.

I’m not guaranteeing Kelly will take a seat in the pantheon of great Irish coaches, I do feel we’ve taken a big step beyond Charlie and Davieham. I doubt you will see teams dogging it on the field or in the weight room.

The building blocks are there… greatness has been thrust upon Kelly.

Irish faithful will watch closely to see if he’s up to the challenge.

** I was a few pints deep into the evening... the historical recounting of the USC game likely reflects that.

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""As a son, a father and now a grandfather I found ten secrets a truly inspiring book. I read it cover to cover within an hour. My only regret is that the book was much too short.":

""This book is one of the best that I have read. It is simple, meaningful and life changing. It was recommended to me by a priest as one of the best books that he has read. Not a religious book- but many positive, powerful thoughts."

Monday, November 02, 2009

Cowardice and Greed

posted by Mike Coffey

I've had some time to reflect on Saturday night and what it meant to Notre Dame both on and off the field. No doubt there were benefits derived from our game against Washington State. I certainly enjoyed seeing us run roughshod over an opponent for a change, although that had more to do with the quality or lack thereof of the opponent. I know San Antonio is a good destination, and don't doubt people had fun going there. The pictures of the Riverwalk certainly looked enticing.

But I can't get past the mindset that is making these games possible, and I cannot see my way clear to endorsing it or supporting it. My position has nothing to do with "groupthink", and everything to do with trying to make sure Notre Dame stays true to the kind of things it used to stand for.

The people who run our football program don't want to make difficult choices, like bringing in a high-profile coach who might make them nervous sometimes (see: Holtz, Lou) or blue-chip players who won't always act like choirboys. Instead, they want the path of least resistance to winning just enough games to keep the alumni wolves from their door. So they spend a quarter of the schedule on "buy" games against programs without the self-respect to demand a more equitable setup. They believe alumni and fans will be so happy to have tickets they'll pay top dollar for crappy matchups against Low Self Esteem State. Meanwhile, the win total is padded, camouflaging any shortcomings that may be present on the field or sidelines ... shortcomings that will become embarrassingly apparent when a quality opponent is encountered.

The people who run our football program don't want night games on campus, even though some fans and our broadcast contractor do, because managing a crowd like that responsibly takes hard work and quality decision-making. Never mind that a lot of other blue-chip programs manage to do it, our folks are terrified of the slightest liability. But they don't want to give up the money NBC will pay, because they're more interested in wringing every last dollar out of the arrangement. So they put together these boondoggle games in which they greedily demand full control of television rights and gate receipts, limiting the quality of opponent that can be arranged. They put the responsibility for night game crowd control on someone else, meaning they don't have to come up with viable plans, without having to give up control of the greenbacks.

I have no problem playing a balanced schedule, and I certainly wouldn't advise playing "a top 20 team every week", as some strawman-erecting folks have accused. I've long been an advocate of 4-4-4 or a variant (e.g. 3-5-4). I'm not demanding ND play a suicidal schedule -- after all, 2005's fit the model, was fine by me, and we did quite well against it.

I have a big problem, however, when the school is just trying to schedule wins by dumbing things down to the point that excellence is no longer required for a W. I have a big problem when the school that is supposed to stand for sportsmanship tries to use loopholes and its market demand to bully smaller programs into inequitable arrangements. I don't give a damn if every other school is doing it -- I was raised to believe Notre Dame was different.

Yes, we derived some benefits from Saturday. But I'm not willing to pay that price for those benefits.

Friday, October 30, 2009

Men Without Chests

posted by Mike Coffey

Guest author: Frank Pimentel

In The Abolition of Man, C.S. Lewis argued that modern education produces "what may be called Men without Chests. It is an outrage that they should be commonly spoken of as Intellectuals. This gives them the chance to say that he who attacks them attacks Intelligence. It is not so. They are not distinguished from other men by any unusual skill in finding truth nor any virginal ardor to pursue her."

Sadly, we see this in full effect at Notre Dame today. First, in their initial bumbling attempt to defend the commencement invitation to President Obama, the University distributed laughable "talking points" to the Board of Trustees, which managed, in one swipe, to insult the intelligence of anyone who questioned the propriety of the invitation and to directly insult the initial Laetare Award honoree.

Then Fr. Jenkins compounded the error by issuing a statement to the effect that he, presumably in contrast to the shanty Catholic rubes who saw through the artifice concocted by Notre Dame in its perpetual desire for respect by those whose opinions matter in academia, was going to deliver an "inclusive and respectful speech." In other words, as Lewis predicted, those who attack him, attack "Intelligence."

Alas, the commencement debacle was not the most recent example at Notre Dame of Lewis’ foretelling. Last week, Athletic Director Jack Swarbrick announced that next October, Notre Dame would be fortifying its football schedule by playing Western Michigan University. Parenthetically, I’ll state that for all I know, WMU is a great school and runs a fine football program. But that’s kind of the point; about all I know of WMU is that it is in Kalamazoo – and I doubt that most anyone not from Michigan or northern Indiana even knows that.

Of course, that announcement understandably caused instant deflation among nearly anybody who harbors hope that the Fighting Irish will once again become the team it was under Rockne, Leahy, Parseghian, or Holtz. By way of brief examples, on our way to the 1988 national championship, ND played Michigan, Miami, and USC in the regular season. The next year we played Michigan, USC, Penn State, and Miami before the bowl game. In ’90 we played Michigan, Miami, Tennessee, Penn State, and USC in the regular season.

But that wasn’t the end of the consternation. Instead, echoing Jenkins’ pronouncements surrounding Commencement, Swarbrick announced with respect to the inevitable backlash, "It reflects a not very sophisticated view of what's going on out there." As with Jenkins, those who attack him attack "Intelligence."

But I am not fooled. In the case of football, the problem isn’t finding opponents on short notice, it’s finding opponents who will be bought, not expecting a return visit by Notre Dame. This scheduling philosophy, deemed "7-4-1" for shorthand, means 7 home games, 4 road games, and 1 "neutral site" game televised on NBC -- amounting in substance then to 8 home games and 4 road games. It requires materially watering the schedule down and making it, frankly, boring.

I believe this was intentional. Notre Dame knew that if it shorthanded itself by establishing a Potemkin 7-4-1 "requirement," it would eviscerate future schedules so badly that, by contrast, a league schedule (Big 10? Big East? ACC?) would be appealing. Of course, this is a false choice. Simply returning to a more balanced home/road schedule (6-6, or even 7-5), with the historical norm of playing home-and-home series with marquee schools, would immediately solve the problem.

But that itself is the problem. The powers that be don’t want the supposed scheduling problem solved. Rather, while alumni have always overwhelmingly opposed joining a conference for football, those in the Dome and JACC – specifically John Heisler – "know better" and want it (and for reasons having nothing to do with athletics and everything to do with those whose opinions matter in academia).

They don’t want to solve the scheduling "problem" that they created themselves. Rather, they have set us up to "solve" the scheduling "problem" by, sooner rather than later, throwing up their hands and arguing that the only feasible solution left will be to, surprise, join a conference.

But my Intelligence will not be insulted. Until Notre Dame places Men with Chests back into leadership positions, my checkbook – which had heretofore been open – will remain closed.

Monday, June 08, 2009

Charlie, Leadership and the Secret Sauce

posted by Scott Engler

(The Rock Report ) -

“Every victory is won before the game is played.” ~ Lou Holtz

I was out having some drinks and ran into a player on the 1988 team who recounted the back story that led to the Irish’s inspirational thumping of Rodney Peete and the Trojans that year (pardon any lack of clarity here, we were a few pints deep.) A game that, to this day, remains one of my favorite Irish victories because the Irish simply beat the crap out of the Trojans.

To set the scene, USC was number two in the country, but a favorite over the number one ranked Irish.Before the game Holtz asked the team to assemble, waited until the entire team had joined and then walked in.He announced that Ricky Watters and Tony Brooks had been continually late to meetings and that he could suspend them, but that it was up to the players to decide what to do with them (to suspend them or let them play.) Holtz walked out and put the decision in their hands. A debate ensued and one of the players stood up and said that this was the game that would define their lifetimes, that they couldn’t let the opportunity slip away and that they should let Watters and Brooks play. But as the debate continued and while players agreed that it was too important an opportunity to lose… they also started thinking that if they believed enough, they didn’t need Watters and Brooks, that they could win without them. They voted to leave them behind (Holtz later admitted he had made the decision already.)*

“Motivation is simple. You eliminate those who are not motivated” ~ Lou Holtz

Every good coach has specific strengths, but the one thing all great coaches have is the ability to lead other coaches and players… and make them believe.Schematics are important. Recruiting is vitally important. Player management at the college level is critical. Coaching management at the highest level is equally critical.

What makes great coaches successful is not the just the ability to sell an idea but to lead their organizations through the tough times to get there. It's easy to forget that the criticism of Holtz was ear-splitting at times during his career, yet Holtz led through adversity and won.

“As a leader your attitude has a powerful impact on others.You have an obligation to develop a positive attitude, one that inspires the people around you to achieve the impossible” – Lou Holtz

Was the quarterback situation a real and dire problem? They played five different quarterbacks during the season, of course it was.

Just like talent was a real problem and coaching changes are problems.But Kelly was able to not just sell the idea that success was probable/inevitable, but lead them through the tough times.Bearcat QB Tony Pike wasn’t even on the depth chart to start the season, but he said that Kelly made him believe he could and would win.

"He's a salesman, is what he is," says Grand Valley State coach Chuck Martin, who was Kelly's defensive coordinator at the school. "Whether it's Grand Valley State or Central Michigan or Cincinnati, he has kids believing they can move mountains. His No. 1 strength is offense. His No. 2 strength is how good he is politically at getting people to believe in his program. He sells it door to door, which not a lot of coaches will do.

"I remember at Central Michigan, somebody asked him how long the rebuilding cycle would be. He said, 'About 10 seconds.'"

“Yes, I know that you feel you are not strong enough. That's what the enemy thinks too. But we're gonna fool them.” – Knute Rockne

How does this relate to Charlie?Weis is a tough egg to crack, because he gets the problem and he can sell an idea, but what from what I’ve seen, is not a great manager of the team day to day through the tough times and or adept at keeping them motivated and believing. That’s where real leaders separate themselves.I’ve heard stories of Charlie motivating through fear (you won’t have my NFL endorsement) to encouragement (be yourself), but what is striking to me is that he doesn’t really know how to do it and that’s a problem.

“It is a fine thing to have ability, but the ability to discover ability in others is the true test.” - Lou Holtz

Urban Meyer is an asshole. Some of his players hated him even at Notre Dame, but he gets them to play at a high level.Charlie can be an asshole too, but his secret sauce hasn’t worked with either his assistants or the players to date.In 2006, his second year, we had players dogging it on the field in what was supposed to be a possible National Championship run.

“Your talent determines what you can do.Your motivation determines how much you’re willing to do.Your attitude determines how well you do it.” ~ Lou Holtz

That, to me, was a major sign of impending failure.He had others as well, such as sticking to his scheme beyond all rationality, going for it in absurd 4th down situations and always taking the kickoff when you knew we’d be beaten down.

The problem is that Charlie doesn’t yet have the secret sauce.He’s guessing.He doesn’t know what he doesn’t know.And the frustrating thing is that he’s smart, he knows the game, he can sell, he cares and he works hard.

But it’s not enough.

You have be able to make everyone around you believe and that’s not a trait normally found in nature. A top level college coach needs that leadership intangible.Some guys are brought up that way in their families, others have an intuitive sense and pick it up, some have mentors and still others work at it and eventually get it or are thrust into circumstances that somehow draw it out of them.Charlie had a mentor in Bill Belichick, but I’m not sure Belichick would win in college and Charlie doesn’t seem to have that innate ability.

And even if you have the secret sauce, it’s not enough.You also have to be a good cultural fit for the position. Since Lou, Notre Dame's had two carpet-baggers and a believer without the secret sauce.

ND is primed for a run at the championship the next two seasons, but we need a coach who not only has the boxes checked, but also the secret sauce.Right now Charlie seems to be failing schematically, in coaching motivation and in player motivation.He appears to be a very classic case study in failure and what happens when you elevate a technical expert to an upper-level leadership position. Technical experts in leadership positions have an inclination to "go insular" when things go wrong and try to figure it out in their comfort zones, that's usually a recipe for failure. Leaders are highly engaged. It’s certainly not impossible for him to succeed, but he hasn’t done most of the job before, so he’s guessing.The hope is that the coaching changes would create the secret sauce, but that’s a guess.Notre Dame needs someone who has it.Whatever it is.Someone who can coach schematically, recruit and make his players and coaches believe.

I hope that Charlie gets it this year, but the odds, at this point, are not in his favor. Given his background, his inclination will be to run back to what he knows best and focus on schematic advantages, but that may not serve him. If I were Charlie I'd limit the schematic analysis and concentrate on having the toughest, most in shape, fundamentally strong team in the country; one that believes they can win regardless of schematics. Being able to win Rocks, Papers, Scissors doesn't matter much if the other guy can punch you in the mouth. There are no awards for cleverness. When LSU beat Florida two years ago, they did it by controlling the line of scrimmage. Florida did the same to Alabama last year. That control of the line is key to making any well-called play work.

There was some leadership analysis recently that showed that the most powerful way a leader can use his/her time, in order, are to 1- show the team the road map for success, 2 - put in place a mechanism/process/resources to make sure everyone feels they can achieve those goals, 3 - manage the day to day effectively and 4- inspire them to achieve.

To be sure, there were signs that Charlie may have started to figure it out in the Hawaii game, where Weis adjusted his approach and the team responded in fairly dramatic fashion, but a look back at the abysmal run from Pittsburgh to USC last year should give anyone pause. That written, winning can do a lot to change a coach's and team's perceptions and a rising talent base, softer schedule and rejiggered coaching staff will give Weis a tailwind he hasn't had since 2005. I think it's fair to say that all but a small minority are hoping Coach Weis puts it together this year and, if he does, he'll likely pull in another top class and his coaching comeback story will become part of Notre Dame's lore.

*There's a very good chance that the pints changed the story a bit.

**Please save the "you want Charlie to fail" or "just another excuse for Charlie" comments that seem to accompany every article that seem either pro or anti-Weis.

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